Sales Strategy and Decision-Making Across International Markets- Interview with Mr. Shreeram Manjunath

Disclaimer: The information provided on this blog is for educational and informational purposes only. The views and opinions expressed are those of the author and do not necessarily reflect those of any affiliated organizations. Readers are encouraged to conduct their own research and consult qualified professionals before making any decisions based on the information provided. The author and publisher assume no responsibility or liability for any errors, omissions, or outcomes resulting from the use of this information. While every effort is made to ensure the accuracy and reliability of the content, it should not be considered as professional, legal, financial, medical, or other expert advice. Content on this blog is intended for educational purposes only and should not be taken as professional advice. Use of the information is at your own discretion.

In my interview with Mr. Shreeram Manjunath, Regional Sales Manager for Eppendorf, Middle East, and Africa, we talked about how sales strategies need to adapt across very different markets and how customer behavior influences decision-making in the life sciences industry. Managing countries such as Saudi Arabia, Jordan, Kuwait, Bahrain, Iraq, Yemen, and Pakistan means working in environments with very different levels of infrastructure, funding, and scientific development.

When discussing how sales strategies differ across markets, he explained that in his region “one size fits all” simply doesn’t work. Saudi Arabia and Kuwait have well-funded institutions with ambitious projects, while markets like Yemen or Iraq may be more constrained and extremely price-sensitive. Because of this, his starting point is always understanding what a specific country really needs and what is realistically possible there.

He described how this difference shapes the way products are positioned. In Saudi Arabia and Kuwait, he focuses on positioning Eppendorf as the benchmark for quality and reliability and the conversations are often about innovation, reproducibility, compliance, and total cost of ownership. In Pakistan, Iraq, or Yemen he still emphasizes quality, but the approach is to build solutions step by step, starting with essential instruments and then planning upgrades as their capabilities and funding grow.

He also explained that his service background helps a lot in these conversations. Instead of only talking about features, he talks about uptime, maintenance, and what actually happens in the lab when equipment fails. Customers appreciate that he understands their technical pain points and can connect them to a practical, country-specific solution.

When we talked about how he decides where to focus his time and resources, he explained that he looks at a mix of factors. These include how strong the scientific and healthcare infrastructure is, the current and upcoming project pipeline such as new hospitals, universities, research centers, and tenders, the strength and commitment of local distributors and service partners, and the level of risk and ease of doing business in a particular country. If a country has several big projects coming, a capable distributor, and a growing installed base, it becomes a higher priority on his travel schedule and planning. In more fragile environments, the goal is often to protect existing business, support loyal customers, and grow in a controlled and sustainable way.

We also discussed how he evaluates market readiness for new product lines. Before pushing a new product into a country, he asks whether there are enough labs that actually need the technology in their daily work, whether they have people who can operate and maintain it properly, whether there is a realistic budget or active tenders where the solution fits, and whether the distributor and service team can truly support it rather than just sell it. If the answer is yes to most of these questions, he usually starts with one or two pilot customers in a more advanced market like Saudi Arabia and Kuwait, builds local success stories, and then uses those references to introduce the product in neighboring markets such as Bahrain, Jordan, and Pakistan.

Our conversation then shifted to how behavioral insights influence purchasing decisions. He explained that in the Middle East and Africa, decisions are not purely technical and that trust, risk perception, and peer recommendations play a huge role. He uses data to build credibility, but he also pays attention to how people feel about the decision. Many lab managers worry about one thing above all: what happens if the equipment fails and what the impact would be on their samples, their team, and their reputation. Because of this, he frames Eppendorf as the safer and more reliable option that reduces risk, whether that means avoiding sample loss, failing audits, or repeated breakdowns.

He also mentioned that regional references can make a big difference in decision-making. When customers hear that a solution is already being used in leading centers in Saudi Arabia or that colleagues in Pakistan are running the same workflow successfully, it lowers anxiety and helps speed up decisions.

When discussing how different stakeholders respond to information, he explained that scientists, QA managers, and technical users usually respond first to solid data such as performance, stability, comparative results, and real application examples. Once they are convinced technically, the decision-makers such as heads of departments, procurement teams, and management often focus more on trust, including the brand, after-sales support, references, and long-term partnership. His approach is therefore simple: first prove it with data, and then close the conversation with trust.

We also talked about regional purchasing behavior, and he pointed out several patterns that are quite clear across the markets he manages. There is a strong preference for well-known and established brands, especially in GCC countries. Local service and support can sometimes be a deciding factor even more than price. Once a lab chooses a brand for critical equipment, they often prefer to standardize in order to simplify training, workflows, and audits. In some countries purchasing decisions are very price-driven, but even their customers are willing to invest more when they clearly see the long-term risks and costs of choosing the cheapest option.

Another important factor he highlighted was the value of hands-on experience. Brochures are useful for creating a first impression, but real decisions usually happen when people see, touch, and use the instruments themselves. When a team can test an advanced system in their own lab and within their own workflow, the conversation often shifts from asking whether the system will work to discussing how many units they might need.

The discussion also covered the importance of distributor partnerships across such a wide geographic region. He explained that distributors are not just a sales channel but the local face of the company, and he tries to treat them as partners. This involves regular communication, clear joint business plans, and honest discussions about what is working and what is not. He also spends a significant amount of time training their sales and service teams and often joins them in customer visits so that both sides can learn directly from the market.

Finally, we talked about career advice for students interested in international sales or life-sciences marketing. He suggested focusing on a solid technical or scientific base so that professionals understand what happens in a lab and why quality matters. Strong communication skills are also essential, particularly the ability to listen, ask the right questions, and explain complex ideas in a simple way. Cultural sensitivity and adaptability are especially important for anyone working in regions as diverse as the Middle East and Africa, and basic commercial skills such as understanding sales pipelines, margins, pricing, and how businesses make money are also valuable.

Reflecting on his own career, he said a few habits made a major difference in helping him grow into a regional leadership role. Treating every customer seriously, staying close to the field by visiting labs and listening carefully, and continuously learning about products, markets, and people all played an important role in his professional development.